Former CEOs and senior leaders are moving into what one expert calls the "impact and legacy executive" phase, applying decades of expertise without C-suite stress. They want meaningful work driven by purpose, not paychecks, and are willing to trade full-time operational burden for real influence.
So what about the second avatar? Let's go there. So the second one is what we call the impact and legacy executive. So typically, this might be a very senior executive, CEO, privately held company, publicly held company, and they're looking for the next chapter, right? So they're on their way out. Usually it's a positive thing, right? They've accomplished what they needed to. It's the end of their reign. They've gotten to a certain age, whatever the case might be. But during their careers, they've come up with a set of beliefs, formats, models, frameworks, et cetera. And they're curious about what would it look like to do something with that in some of the time, some of my time, right? I don't want to take on another CEO role. I don't want to be traveling the world working 80 hours a week anymore. But what could I do that's aligned? Because I believe in these ideas, and I know that they've worked. And I've used them and seen the power of them. And I want to spend a good chunk of my time doing it. They typically don't care so much about the compensation, but, uh, doesn't mean they're gonna give it away for free because if you're putting something out there that has value, it should be exchanged. Whether they choose to give that money away or whatever isn't the point. So the impact and legacy, they're looking to say, it used to be that you retired at 62 and you were dead at 65. So that was pretty simple, right? Like you didn't have a lot of time to fill. Well, go take a cruise and play golf and then kill over in a rocking chair. I don't know how many, too many 62-year-olds doing that today, right? Or 65, 75-year-olds, like whatever. So I think that they want the intrinsic satisfaction of being out there without the operational burdens that a C-level or a senior-level exec has. So we work with a lot of those folks.
